银行“反内卷”，如何过“考核关”

Core Viewpoint - The banking industry is experiencing a "de-involution" movement aimed at addressing the issues of excessive competition, resource misallocation, and value dissipation that have emerged in recent years [1][3][5]. Group 1: Industry Response to "De-involution" - Various regions, including Guangdong and Ningbo, are actively promoting self-regulatory measures to combat "involution" in the banking sector, with initiatives such as the establishment of negative lists and self-discipline agreements [3][4]. - The Guangdong banking sector is implementing a systematic "1+3+N" framework to address "involution," which includes regulatory guidelines and industry self-regulation [3][4]. - Major banks like Industrial and Commercial Bank of China and Guangfa Bank are leading efforts to resist "involution" and promote long-term business strategies [5][6]. Group 2: Nature of "Involution" in Banking - The current "involution" in the banking industry is characterized by systemic resource misallocation and ineffective competition driven by short-term performance metrics [6][9]. - Employees are pressured to engage in non-productive behaviors, such as self-purchasing products and competing for clients, leading to a waste of resources and distorted data [6][9][10]. - The phenomenon of "involution" has resulted in a focus on short-term gains at the expense of sustainable growth, with banks resorting to high-interest deposit promotions and other non-market methods [5][7]. Group 3: Regulatory and Structural Challenges - Regulatory bodies have begun to address the issues of "involution" by prohibiting practices like manual interest supplementation and enforcing interest rate self-discipline [12][13]. - The banking sector faces challenges in innovation and transformation, with many institutions struggling to implement new products and services effectively [10][11]. - There is a call for a comprehensive reform of assessment mechanisms to shift the focus from short-term metrics to long-term value creation [13][14]. Group 4: Future Directions - The banking industry is encouraged to adopt differentiated competition strategies and focus on high-quality development rather than merely pursuing scale and speed [15][16]. - There is a growing recognition of the need to respect employee value and foster genuine innovation to escape the "involution" trap [15][16]. - The future of the banking sector hinges on the successful restructuring of assessment logic and the promotion of a culture of sustainable growth and service-oriented practices [15][16].